Deficit-based appraisals inevitably generate defensiveness, even if the “bad new” isn’t really very bad. This defensiveness is exacerbated by the anxiety inherent in our complex, inconsistent and turbulent 21st Century environment. We are hurt, confused and frightened. We want to look elsewhere for excuses or reasons to discount the negative feedback we have received. If performance appraisals are being used primarily to justify and document difficult personnel decisions, then there is even greater reason to defend against a deficit-based appraisal. This process was never intended as a vehicle for employee development. It is only intended as a vehicle for intimidation and threat-based motivation. Why should I cooperate, given that it was not intended for my welfare!
If a performance appraisal system is going to focus on deficits, then it is critical that the feedback be specific and behavioral. Recipients of negative feedback should never be asked to modify their performance if the feedback is general, vague or non-substantiated. It is not enough to indicate that an employee “isn’t trying hard enough,” or that an employee “has a poor attitude about her work.” We must indicate what the behavior is that leads us to the conclusion that the employee is not working hard enough or has a poor attitude. Does the employee show up ten minutes late to work at least three days each week? Does the employee produce 20% fewer customer contacts then other employees doing similar work? It is not enough to indicate that a salesman “turns off his customers.” One must document this “turn off” with direct comments from customers or detailed notes regarding the salesman’s performance that have been prepared by neutral observers.
A deficit-based appraisal should also be tied directly to specific training or educational programs that can be of value to the employee in helping him improve his performance in the areas that have been identified as deficits. The employee should never be required to attend a training or education program as a result of a poor performance review. There is little for the employee to gain if the development program is mandatory. We know from numerous research studies that unmotivated or negatively motivated employees rarely learn anything.
The training or educational program should instead be identified as an opportunity for the employee. Preferably, several different programs would be available. This allows the employee to match the training or education program with his own learning style. By providing several choices, one is also helping the employee save face and regain some sense of control over this anxiety-laden situation. The principal goal of any performance appraisal should be the improvement of employee performance. Even a deficit-based appraisal will be more influential in helping an employee with his improvement, if the person providing this appraisal is sensitive to and respectful of the employee’s self-esteem.
